Coursework & Mentor LearningUnderstanding the Superintendent Role
As part of my superintendent preparation, I collected and reviewed several documents from my mentor superintendent. I also spent time talking with him about the superintendent position, including credibility, professional growth, working with the Board of Education, goal setting, and maintaining balance in the position.
Superintendent Documents
These documents helped me look more closely at the expectations, responsibilities, evaluation process, and compensation connected to the superintendent position.
01
Superintendent Contract
What I liked- Looks to promote stability with a multi-year contract.
- Outlines salary and benefits.
- Includes language about professional development and travel.
- Includes language about the renewal and extension process.
What I would change- The termination section could use some more specifics because it is pretty broad.
- Performance expectations can be subjective depending on the relationship between the superintendent and Board of Education.
View Contract
02
Job Description / Duties
What I liked- Contains a very detailed list of responsibilities.
- Covers instructional leadership, finances, personnel, facilities, public relations, and Board relations.
- The superintendent can delegate when necessary.
What I would change- The responsibilities seem to make the superintendent accountable for nearly every detail of district operations.
- Some responsibilities should be able to be performed by other administrators or staff instead of the superintendent.
View Job Description
03
Evaluation Instrument
What I liked- Allows the superintendent to identify strengths and areas for improvement.
- The superintendent can respond to the evaluation and revise goals.
What I would change- Several areas of the evaluation are subjective.
- Board members may not all view performance levels the same way.
- I would like to see more direct connections between the superintendent evaluation and Board and district goals.
View Evaluation
04
Nebraska Superintendent Salary Report
I reviewed the 2025–2026 Nebraska Department of Education Superintendent Salary Report as part of this assignment. The report provided an opportunity to look at superintendent salaries across Nebraska and compare compensation among different school districts.
View Salary Report
Mentor Learning
Credibility & Leadership
Visibility matters.
One theme that was repeated frequently during my conversation with my mentor superintendent was the idea that superintendents need to be visible. In order to gain credibility in your school community, you need to be able to show up.
He told me that he made it a priority to attend school activities and get to know members of his Board of Education, teachers, students, parents, and patrons in the community. People knew that what he said was what they could expect to see. He said hello to students in the morning and assisted with schoolwork when he was able. He also made himself available to families and community members whenever possible.
Because he stayed visible in the community, people came to know him not only as the superintendent, but as a person who cared about the district and its students.
“Superintendents gain credibility by building relationships and being consistent.”
Professional & Board Goals
Plan for today and for the future.
My mentor also spent a lot of time talking about professional growth and setting goals with the Board of Education. The district did not just focus on one-year goals. Instead, they looked at goals through three different timelines.
1 YearImmediate Needs
Curriculum updates, classroom equipment, furniture, and other needs that should be addressed in the near future.
3–5 YearsMid-Range Priorities
Technology replacement, buses, staffing, building improvements, and possible new programs.
10+ YearsLong-Range Planning
Major building improvements and long-term financial planning, including roofing, HVAC, and other large projects.
The Board and committees revisited these priorities each year during committee meetings and Board workshops before adopting updated goals.
Question at the center of the work
What is best for students?
Physical & Mental Health
Protect what matters outside of the job.
The last piece of advice that stood out to me was that being a superintendent can become a 24/7/365 job very easily. There will always be emergencies at inconvenient times, and as superintendent you are always representing your school district.
My mentor's suggestion was to remember what is important to you and make time for those things. Take vacations. Spend time with family and friends. Have interests outside of education. Build a leadership team that you trust.
He also told me that we all need people we can count on. When difficult situations arise, reach out to friends and professional networks for advice. There is almost always someone who has had experience with the problem you are working on.
Sample Superintendent Entry Plan
Entry Planning
Listening before leading
I reviewed Dr. Melissa Spash's Superintendent Entry Plan for Natick Public Schools. One thing that stood out to me was the amount of time spent listening and learning before making decisions. Her plan used three main phases: collecting data, identifying patterns and trends, and strategic planning and implementation.
That reinforced an idea I would want to carry into my own superintendent role: learn the district first. Before making major changes, I would want to understand the people, culture, strengths, challenges, and current direction of the district.
1Collect information
2Identify patterns
3Set direction
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